商品敘述：

Netflix Inc. (Netflix) had surpassed Blockbuster, the previous movie rental leader, before making the successful transition to digital delivery of video content. But despite Netflix''s success, in 2017, numerous competitors, including both established, mainstream content producers and digital upstarts, were making it difficult for Netflix to recreate its earlier dominance. Critics pointed to Netflix''s slowing acquisition of subscribers and accelerating debt levels. Netflix''s chief executive officer was confronted with disruption from a variety of digital rivals. How should he respond? Should Netflix continue to try to be a content producer, competing with Hollywood''s industry leaders? Should it form a partnership with other media companies to align everyone''s incentives? Perhaps it could move into other media content areas outside of traditional entertainment. Further, there remained the question of how to treat its legacy DVD-by-mail business. As the incumbent firm, Netflix needed to respond to competitors and avoid a fate similar to that of Blockbuster. Chris Kemerer is affiliated with University of Pittsburgh.

涵蓋領域：

Disruption;Disruptive innovation;Technology

相關資料：

Case Teaching Note, (W17723), 15p, by Chris F. Kemerer, Brian Kimball Dunn

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